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IGCSE Environmental Management Chapter 3 Notes All topics covered, complete notes Visit for more: ighelp.blogspot.com Other blog: blackandwhiteandwise.blogspot.com
Full description
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If the problems arise during the life of a project, our first hunch would be that the project was not properly planned.
The planning will be used by PM as a map of the route from the project start and finish
Contain the sufficient information
Key Elements of a Project Plan Overview Evaluation Methods
Risk Management
Objectives
Key Elements
Contractual Aspects
Personnel
Resources requirement
General Approach
Schedules
Key Elements of a Project Plan Overview
•
brief description of project
•
deliverables
•
milestones
•
expected profitability and competitive effects
•
intended for senior management
Objectives •
detailed description of project’s deliverables
•
project mission statement
Key Elements of Project Plan General approach
•
•
•
technical and managerial approaches relationship to other projects deviations from standard practices
Contractual aspects •
•
•
•
•
agreements with clients and third parties reporting requirements technical specifications project review dates compliance with legal/environmental constraints
Key Elements of Project Plan
Schedules •
outline of all schedules and milestones
Resource requirements
•
•
estimated project expenses overhead and fixed charges
Personnel
•
•
•
special skill requirements necessary training special legal arrangements (such as non-disclosure agreements)
Elements of a Project Master Plan
Risk management
listing of potential disasters late subcontractor deliveries, bad weather, unreasonable deadlines, equipment failure, changes in project scope, etc.
Evaluation methods
evaluation procedures and standards
procedures for monitoring, collecting, and storing data on project performance
The Project Charter
A Project Charter consists of most, if not all, of the nine items described in the project plan … plus the sign-off on the plan by all major stakeholders
The signers include a representative of the project sponsor, the client user, the project manager, the program manager (if the project is part of an overall program) and other concerned stakeholders
Project Manager’s Initial Tasks
Review the project objectives – project scope plus expected desirable outcomes
Understand the expectations that the organization, the client, and other stakeholders have for the project.
Identify who among senior managers has a major interest in the project.
Determine if anything about the project is a typical.
The Launch Meeting - Invitation List
At least one representative from senior management
Managers from functional areas that will contribute to the project
[Perhaps] highly specialized technical experts
Project Launch Meeting Senior
management introduces project manager
Project •
manager chairs meeting
develop general understanding of the functional inputs the project will need
•
•
may brainstorm the problem may review a tentative budget and develop preliminary plan
Important R esults •
•
scope understood and temporarily fixed functional managers understand their responsibilities and have committed to developing the initial plan
Developing the Project
Hierarchical planning process •
•
begin with project’s objectives list major activities needed to achieve objectives (level 1 activities)
•
delegate level 1 activities to individuals or functional areas to develop list of level 2 activities
•
degree of detail should be same within a given level
The outcome of this hierarchical planning is the development of a Work Breakdown Structure (WBS) for the project
The Project Action Plan Construction of project WBS
Project activities identified and arranged in successively finer detail (i.e., by levels)
Type and quantity of each required resource identified for each activity
Predecessors and task durations estimated for each activity All project milestones identified Individual or group assigned to perform the work identified for all activities
A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project
The Project Master Schedule 3-15
The Project Master Schedule is created by combining milestones, task durations, and predecessors
This master schedule allows the project manager to compare actual and planned task durations and resource usage
RACI Matrix
A table with the project tasks derived from the WBS
It helps organize the project team by clarifying the responsibilities of the project team members
Example of a RACI Matrix
MIND MAPPING Mind
mapping is a visual approach that closely
mirrors the way the human brain records and stores information In
addition to its visual nature, this methodology
has the advantage of tapping in to the creative potential of multiple team members Mind
mapping is an entertaining approach that
helps generate enthusiasm and involvement
Developing A Mind Map 3-19
Approaches to Integration Management 3-23
One approach to integration management is known as Parallel Tasking (PT) (a.k.a. simultaneous engineering) which involves carrying out steps concurrently rather than sequentially •
•
helps minimize conflict across functional groups reduces project duration
Another approach is to identify and map the interdependencies between members of the project team
An Interface Mapping of a Silicon Chip Design Project 3-24
A Coordination Structure Model for Project Management 3-25
System Responsibility
Coordination Structure
Proposed Feedback
Work Breakdown Structure
Conventional Feedback Event and Activity Based scheduling models
Changes or Difficulties
Design Structure Matrix 3-26
Traditional project management tools (such as Gantt charts and precedence diagrams) tend to focus on those tasks that have to be completed in order for other to start
Often a more important question is: what information is needed from other tasks to complete specific task?
DSM for Project with Six Activities and Concurrent Activities 3-27
a
b
c
d
e
a b
a
X
X X
c d
X
e f
a b c d e f
f
X X
b
X X X
X
X X
c d
O
X
X
X -- information flow
f
X
X
e
X
O
X X
X
tasks to be completed concurrently X -- information flow O -- potential rework situation
